Service Starters

My Coworker Just Blew it With a Customer. What Now?

One of the things that many companies neglect to
include in their customer service training is how to
respond to complaints about coworkers.

The rep’s first reaction may be to defend a coworker or
to agree with the customer. But, says Kate Nasser, the
People Skills Coach, the better approach is to
empathize with the customer.

Nasser spoke with the Customer Communicator about how
to handle these difficult calls both with customers and
in follow-up with coworkers.

The number one rule for dealing with a customer whose
issue has been mishandled or who has a complaint about
another rep, says Nasser, "is don’t throw a team
member under the bus, and don’t defend a team
member."

There is often a gut reaction to defend a team member,
even subtly, by saying something like, "I’m
surprised that happened. She is usually very good."
But then the customer is hearing you tell them that
they are wrong, and that might just escalate the
problem.

Instead, says Nasser, "The best thing to say is,
‘We really value your feedback. And I have written
this down.’ And then say, ‘What else can I do right
now to make sure that your initial customer service
issue is resolved.’"

Today’s checklist ...

Share Kate Nasser’s approach with your
service team.

Develop an agreed-upon protocol for handling such
issues when they arise. This means discussing the types
of issues and complaints that might come up and getting
agreement from your team on how they should be
handled.

Subscribe to Customer Communicator so that you and your frontline staff can receive monthly ideas, information, and inspiration on improving the service experience each month.

Trust-buster 4. You take credit without acknowledging
others’ contributions. "You may think you did it
alone, worked the hardest, or came up with the idea,
but others influenced, helped, and supported you,"
says Russell. "Not recognizing that reduces
trust."

Lead the Service Team with Humor

Humor can help lighten the load in the typically
stressful customer service environment. Author and
humor expert Michael Kerr explains why:

"Having a sense
of humor," says Kerr, "can help you to physically cope
with stress. When we laugh, our blood pressure drops;
we increase the amount of oxygen going into our brains,
lungs, and blood system; and we reduce stress-inducing
chemicals and hormones in our bodies."

When you’re stressed, your brain power diminishes,
says Kerr. "You can’t think clearly or access your
memory as well. You need to take a break if you want to
be able to handle a problem."

Humor gives you that mental break. It can help you to
clear your head by giving it what Kerr calls
a "mental floss." Humor "cleans out the anxieties
and debris that accumulate in your brain when
you’re stressed so you can tackle problems ahead with
a clear head," he says.

Today’s checklist ...

Create unique, fun awards for your team. Recognize the most creative idea, best sense of humor, and the rep most likely to be adopted by a customer.

Give out fun prizes at team or department meetings. They don’t have to be expensive to be fun.

Host a story contest. Ask reps to share funny, real-life stories of their interactions with customers.

Subscribe to Customer Communicator so that you and your frontline staff can receive monthly ideas, information, and inspiration on improving the service experience each month.

Is Your Service Team Prepared for Social Media?

If not today, then someday soon, most frontline reps
will be serving customers across a range of social
media channels. And while many of the rules have
changed, the basics remain the same.

In the June issue of Customer Communicator newsletter, four service experts share some of their best advice for providing social service.

The first step is to develop a social media mindset.
"It’s important to keep in mind that you are really
dealing with two customers via social media," says
Jeff Toister, author of The Service Culture Handbook.
"One is the person who actually needs assistance. The
other is any other customer — or potential customer
— who may be tuning in. This provides an amazing
opportunity to make a positive impression for your
brand, but it can also backfire if you don’t respond
in a helpful and courteous manner."

So, whether you are dealing with a customer comment or
complaint on Twitter, Facebook, Yelp, or any other of
the many social media channels, reps have to keep in
mind that they have an audience, and every step — or
misstep — is going to have an impact on your
brand’s reputation.

Create a Brand Communication Guide. The goal of
this guide is to outline the type of language (casual,
formal, fun, etc.) that fits the brand image, along
with providing examples. It should also spell out the
type of language that should not be used.

Get Social. Encourage reps to follow your social
media channels for several weeks before actively
engaging with customers online.

Subscribe to Customer Communicator newsletter so
that you and your frontline staff can receive monthly
ideas, information, and inspiration on improving the
service experience each month.

Add Storytelling to Your Department’s Tool Chest

A powerful service technique, that is often overlooked,
is the art of storytelling. In the May issue of
Customer Communicator newsletter, J.N. Whiddon, author
of The Old School Advantage, encourages frontline reps
to practice this important skill.

Rather than telling a customer how a problem will be
resolved, Widden suggests telling the story of a
similar situation and how the problem was resolved.
This will reassure the customer that the rep has the
knowledge, skills and ability needed to meet the
customer’s needs.

"Stories help reps to gain attention by engaging the
customer, they help to soften difficult situations, and
they are often more persuasive than a promise that
something will get done satisfactorily," says Widden.

The challenge for managers and supervisors is to
develop a "story vault," or institutional memory so
that these stories of successful problem resolution are
available to all reps whenever they might be needed.

Today’s checklist ...

Create your "Story Vault." Start by having reps
tell stories of successful problem resolution at your
weekly meetings. The goal is to encourage reps to
remember and repeat these stories.

Read more. For the month of May, we’re focusing on
mastering the old school basics like storytelling. If
you missed the last e-newsletter, you can read it online.

Subscribe to Customer Communicator newsletter so that you and your frontline staff can receive monthly ideas, information, and inspiration on improving the service experience each month.

Mastering Old School Basics

Customer service is more and more dependent on digital
and technical resources, but customer service reps need
to understand that — when they do have an opportunity
to interact directly with a customer — the
old-fashioned rules of rapport and personalization
still apply.

J.N. Whiddon, author of The Old School Advantage:
Timeless Tools for Every Generation, suggests that too
often the new technology serves as a way to avoid more
intimate connections with customers — and that’s a
mistake.

In the May issue of Customer Communicator newsletter,
Whiddon offers readers seven techniques for injecting
old-fashioned courtesy and personal attention into
relationships with customers.

One essential technique, he says, is avoiding the "us
vs. them" mind-set. Reps need to avoid thinking in
terms of "we are the provider and you are the
customer" and move more toward what Whiddon calls a
"we" relationship. "In other words," he says,
"move toward a relationship where there is a sense of
equilibrium — with both parties enjoying the
relationship and valuing the relationship."

He adds: "A customer might not be able to tell if
your product is better than a competitor’s product,
but a customer can tell if they have a better
relationship with you than with a competitor. So put
that relationship at the center of your thinking."

Today’s checklist ...

Scrub your language Unfortunately, an "us vs. them"
mindset can filter through from management. Use care in
all of your communication with frontline staff.

Review call monitoring goals. A focus on "us vs.
them" attitudes and language should be on the list.

Subscribe to Customer Communicator newsletter so that you and your frontline staff can receive monthly ideas, information, and inspiration on improving the service experience each month.

Improve Writing Skills to Improve Customer Service

While customer service has long been seen as a
phone-based medium, that is not entirely true today.

More and more, customer interactions involve a mix of
email, social media, online chat, and even the
occasional typed communications, and hand-written
thank-you notes.

All of these require care and skill in making sure that
the appropriate message gets across with the correct
language and tone.

In the April issue of Customer Communicator newsletter,
Editor Bill Keenan shares eight essentials that
frontline reps should keep in mind when communicating
in writing.

Most important, he says, is to remember that,
"whatever the medium, your writing should maintain a
high level of professionalism and respect for the
customer."

A large part of that he says is to, "choose your words
carefully. Use language that the customer is likely to
understand, but keep a business-like and professional
tone."

This applies even when communicating with customers via
social media. The language of social media is full of
abbreviations, levity, clichés, and emoticons, but try
to avoid that as much as possible, he advises. "You
want to convey that you are friendly and caring, but
you still represent your company or brand and you want
to be as professional as possible. Also, because
written communication creates a more permanent record,
make sure that you are using correct grammar, spelling,
punctuation, sentence structure, and word choice
throughout," he says.

All eight tips appear in the April issue of Customer Communicator newsletter.

Today’s checklist ...

Give your staff time. When responding to customers in writing — at least in the beginning — reps need to slow down and take the time to both read the customer communication carefully and to compose an effective response.

Create standard response templates. This activity can often be undertaken by a small group of reps.

Subscribe to Customer Communicator newsletter so that you and your frontline staff can receive monthly ideas, information, and inspiration on improving the service experience each month.

Working Well with Other Departments

Reps often have to rely on other departments for
support in serving customers. To get that support, they
must build strong connections.

In the March issue of Customer Communicator newsletter,
a group of frontline reps offer peer advice on how to
build the connections to best serve customers.

Megann Wither of Navy Federal Credit Union says it’s
all about attitude, "If you approach people from a
place of learning they are more receptive to helping
you. People like to convey what they know to others, so
if you approach someone as a guru, they will more than
likely feel pride in assisting you."

For Rachel Dillion of Assurant Specialty Property a
personal touch goes a long way in gaining support from
other departments. She notes, "When possible, try to
communicate in other ways besides instant messaging and
email. It’s easy to forget that the department you
are working with is filled with people just like you
trying to do their job. Try to put a face to a name and
build that connection. They have other responsibilities
as well, so be very clear with your request
and provide all the pertinent information they may need
in order to help you more efficiently."

Peer advice like this is an important aspect of the
monthly Customer Communicator newsletter.

Today’s checklist ...

Schedule regular meetings and social gatherings with key departments to build relationships and understanding.

Use technology to aid in communication. Internal
instant messaging can be very helpful to reps
seeking input from other departments.

Subscribe to Customer Communicator newsletter so
that you and your frontline staff can receive monthly
ideas, information, and inspiration on improving the
service experience each month.

Improve Vocal Skills to Improve Customer Service

When dealing with customers over the phone, a reps
voice is going to reflect how willing — or unwilling
they are to help.

For example, speak too quickly and it may sound like
you are rushing the customer or that you are not really
focused on his or her needs. Speak unclearly and you
may not sound confident or knowledgable. Speak in a
tone that is flat and lacks inflection and you may
sound bored or disinterested.

Fortunately, all of those problems can be overcome, says author and trainer,
Renée Evenson, in the March issue of Customer Communicator newsletter.

In the newsletter, Evenson identifies six common speech
habits that frontline reps should avoid. The first is:
Speaking too quickly, or too slowly.

As speakers, people can often be classified as rabbits
or turtles. Rabbits talk very fast, they don’t pause
a lot and they tend to overlap while others are
speaking. Turtles, on the other hand, talk slowly,
leaving a lot of silences and pauses.

If you get a customer service rep who is a rabbit and a
customer who is a turtle, the rabbit will try to speed
up the conversation. When they hear a pause, they’ll
jump in. But the turtle will be thinking, "Hey, I am
still talking, and you have just interrupted me."

It is the rep’s job to adapt.

If the rep’s speech pattern is different from the
customer’s, it’s almost as if they’re speaking
different languages. And reps must speak the
customer’s language.

All six habits appear in the March issue of Customer Communicator.

Today’s checklist ...

Add vocal skills to your second quarter training
plan.

Listen in via monitoring and quality audit programs
to ensure that reps are focused on their language and
vocal habits.

Subscribe to Customer Communicator newsletter so
that you and your frontline staff can receive monthly
ideas, information, and inspiration on improving the
service experience each month.

Should You Offer "Extras" to Unhappy Customers?

While it is common for companies to offer customers
refunds, discounts, "extras," and more to make
amends when things go wrong, Evan Horowitz of Evan
Horowitz Advising is not convinced that this is a good
move.

"It’s common, if you feel that you have broken your
commitment to the customer, to see that as an
opportunity to win them back," he
tells readers of Customer Communicator newsletter, "but a lot depends on the type of business that
you are in and the kind of relationships that you have
with customers."

In fact, he says, "If you are working on building
long-term relationships with customers and you can
resolve an unpleasant situation to their liking without
relying on gifts or other things, you can build a much
stronger relationship with that customer than you can
by bribing them with some sort of gift or reward."

Again, it depends on the type of business.

"If your business is more commoditized and
transactional, then some sort of gift might work
better," says Horowitz. "But if you know your
clients personally and you are trying to build better
relationships, then the best thing that you can do is
to let them know that there is somebody on the other
end of the line who is on their side, and who is ready
to go to bat for them when things go wrong."

Today’s checklist ...

Update or develop guidelines covering the
situations in which reps may offer a gift or discount.

Identify the extent of the gift. For example, waive
fees up to $XX, provide free service for X number of
weeks, provide coupons, etc.

Subscribe to Customer Communicator newsletter so
that you and your frontline staff can receive monthly
ideas, information, and inspiration on improving the
service experience each month.

How to Deliver Bad News to Customers

Most reps will occasionally have to deliver bad news to
customers. They have to report late shipments, stock
shortages, equipment and service delays, and any number
of other issues that customers aren’t going to be
happy with.

So how do you deal with those situations? Is there an
approach you can take to pass the news on to the
customer without creating a difficult and emotional
interaction that just adds to the stress? Is there ever
a good way to deliver bad news?

Evan Horowitz of Evan Horowitz Advising believes that
there is. "Bad news is something that all companies
face," he says, "but the situation can get worse if
it is not handled well. Customer service reps can
accidentally aggravate the situation if they are
communicating in the wrong way."

Rule #1: Don’t be impulsive. Delivering bad news
impulsively, as soon as you hear about it yourself is
generally a bad idea, says Horowitz.

A spur-of-the-moment report that, "Oh, this bad thing
has happened, and I just want to tell you about it,"
is not the optimal approach. "The rep might be
genuinely interested in helping," Horowitz says,
"but when there is a problem — especially if it is
a serious problem — you want to have a completely
thought out scenario before you let the customer know
about it."

Today’s checklist ...

Work with your frontline team to develop templates
around how to address "bad news" situations — both for
written and voice communications.

Clear the way with other departments to ensure that
your frontline team can get problems resolved quickly
and to the customer’s satisfaction.

Subscribe to Customer Communicatornewsletter so
that you and your frontline staff can receive
ideas, information, and inspiration on improving the
service experience each month.

Customer Service Reps Become "Listening Posts"

Earlier this month, five leading service experts shared
their insights into the coming changes in customer
service and the role of the customer service
professional.

Writing in Customer Communicator newsletter, John
Goodman of Customer Care Management & Consulting,
reminds readers of their unique role as the eyes and
ears of the organization.

Even as automation and self-service become a bigger
part of the service experience, reps need to be
involved in providing feedback to management for
continuous improvement efforts.

"Part of the rep’s job is to be listening, and
continuously asking, ‘Why am I getting this
call?’" he says.

But for this to work effectively, managers must set up
an effective input mechanism. It might be as simple as
an email box that reps can use to report a recent
customer difficulty or other snags in the system that
come up.

Goodman adds that you also need someone to handle those
notes as they come in and to make
suggestions for internal improvements.

The final step in the process, Goodman says,
"is to provide feedback to the frontline on what you
are doing with their customer feedback — even a short
note that says, ‘Here are three things that we have
done this month based on frontline input.’"

Empathy is Never Out of Style

Several of the experts who contributed to the Customer Communicator’s annual outlook article noted the
ongoing march toward more technology in the service
center. However, they remind readers that this must be
accompanied by the interpersonal skills that make each
customer feel valued.

With the greater emphasis on alternative customer
channels, expanded databases, and customer analytics
at many companies, customer service training can
sometimes focus on these technical issues and skills, and this
often pushes soft-skills training to the back of the
line, says Barbara Burke, author of The Monkey, the
Moon, & Maybe.

But the truth is that customer satisfaction is still
based largely on how much — or how little — the
service rep makes the customer feel valued.

"So while the customer service rep of the future not
only has to get the job done, fix the problem so that
it stays fixed, control the call, navigate toward a
solution, offer customers options, and educate the
customer on how to avoid similar problems in the
future
— reps also have to make sure that they connect with
the customer on an emotional level and make the
customer feel valued," Burke says.

Try a "Relaxation Response" in the Service Center

There’s a lot of stress that goes along with the job
for anyone working in customer service. And it can
take a toll on customer service reps’ composure and
productivity, says Genella Macintyre, author of Five
Steps to Reducing Stress.

Fortunately, as she tells readers of Customer
Communicator this month, there’s much that reps can
do to manage stress, and there is much that managers
can do to support these efforts.

One approach that Macintyre recommends is using a
"relaxation response" in difficult situations. This
involves injecting some physical activity into the
situation.

For example, one of the things Macintyre advises doing
when confronted with an angry customer is simply
standing up. "Because then you physically have to
move. You are still listening, but once you have to
direct your mind, even for a fraction of a second, to
something physical, that serves as a distraction. And
that will break the connection enough to keep you from
becoming completely caught up with that angry
person," she says.

Having a squeeze toy or something like that on your
desk can also help as a way to provide that
distraction, Macintyre says.

Creating an environment where reps are encouraged to move
when needed is important. But equally important says
Macintrye, "Managers should let employees know that
they understand what is happening, they know it is
difficult, and they appreciate the effort that reps put
into their work."

Is Your Service Team Wowing Customers?

To provide that level of service, frontline
reps have to be ready to do something that is random
and unexpected, something bigger than life, something
that is playful and personal to the customer. It might
be providing extra service, or extra value, or even
extra attention.

"The aim is to do something that makes the customer say
‘Wow.’ It’s something that creates customer loyalty and
positive word-of-mouth about your organization," Gross
says.

But before reps can deliver POS, they need to know
their limits and management’s expectations.
"Oftentimes, when an employee is faced with an
opportunity to step out of the box and ‘wow’ the
customer, he or she is not thinking about the customer
— instead, they are wondering, ‘If I do this, am I
going to get clobbered by my boss?’"

By modeling that positive, playful out-of-the-box
behavior, Gross says that managers can eliminate the
fear and empower reps to wow customers.

Today’s checklist ...

Do something positively outrageous. If service leaders aren’t willing to be playful with customers and staff, than positively outrageous service isn’t going to happen.

Enhance Teamwork in the Service Center

Working in customer service can be stressful and
demanding. A team approach provides a structure for
sharing and support aimed at making the customer
experience more consistent and more positive.

While a
team approach allows for more autonomy on the part of
team members, that doesn’t mean the manager isn’t
involved.

In fact, say Mario Moussa and Derek Newberry, two of
the authors of Committed Teams: Three Steps to
Inspiring Passion and Performance, whether the manager
is acting as team leader or simply overseeing the
activities of the team, he or she needs to be in close
contact with the team, communicate regularly, and help
in terms of sharing information, decision making, and
conflict resolution whenever appropriate.

Their research suggests that an "empowering" style
of leadership with teams, rather than a "directive"
style, tends to be more effective in the long run.

An empowering style is all about giving your team some
level of autonomy or flexibility in defining roles and tasks.

A certain level of empowerment or autonomy will also
ensure that the manager or team leader doesn’t become
a bottleneck for the team, slowing things down when
team members have to wait for a decision. "Instead,
what you have created is a team that can respond really
quickly, and they are not relying on you to delegate
everything and to decide everything for them," say
Moussa and Newberry.

"Some of the highest functioning teams that we have
seen are the ones where, yes, a leader might have to
step in at some point and make a final decision, but
the entire team is onboard, or they at least feel that
they have been heard," they say.

In the June issue of The Customer Communicator newsletter Moussa and Newberry shift their focus from
management to the frontline and talk directly to reps about embracing teamwork.

Bring Story-Telling into the Service Center

It’s often been said that, "Great leaders tell
great stories." But it is also important for
frontline service staff to tell stories as part of
their daily routine.

As humans, we learn from stories, "and stories can
inspire us to action," says trainer and author,
Joseph A. Michelli, in the May issue of The Customer Communicator newsletter.

There are a lot of positive stories that come out of
rep’s interactions with customers, and it is
important that they be told. "Otherwise workplaces
can get to be very negative, with people complaining
about all of the things that aren’t going well," he
says.

A regular practice of having reps share their best and
most positive customer service stories at the beginning
of every shift is, "a great way to inspire people to
get out there and take on the day’s challenges,"
says Michelli.

Similarly, department managers, team leaders and
supervisors can use the power of storytelling to
inspire the team, explain important concepts, and get
buy in for change.

As the Harvard Business Review notes, "leaders who
can create and share good stories have a powerful
advantage over others. And fortunately, everyone has
the ability to become a better storyteller."

Help Your Staff Get Past "WHYB" Moments

Mercedes-Benz USA is one of the most valued and
recognizable brands in the world, yet it too has found
that it has to make an effort to ensure that its
customer experience lives up to those brand
expectations.

Joseph A. Michelli, organizational consultant and
author, worked with Mercedes-Benz to map out and
improve that customer experience. He reported on his
findings in the book, Driven to Delight. And he
recently spoke to The Customer Communicator newsletter
about lessons the Mercedes-Benz experience offers all
frontline customer service reps.

One of the many strategies he shared is the "WHYB"
process, which aims to eliminate barriers to delivering
consistently excellent service.

Reps were asked to complete a "What’s Holding You
Back" form which allowed them to identify and
challenge both personal and organizational barriers.

The information collected was used to create individual
action plans, to develop new training agendas, and to
suggest changes in organizational policy and
protocols.

And as editor Bill Keenan points out in The Customer Communicator, anyone, at any level, can start their own personal WHYB process.

Invite Laughter into the Service Center

April is also known as National Humor Month, and humor is a great technique for keeping stress out of the workday. When we laugh, our blood pressure drops and we increase the amount of oxygen in our bodies. It’s also a good way to clear your head and give yourself a mental break.

Making A Positive Impression on Customers

There’s a lot that customer service professionals can
do to make a more positive impression on customers —
and to keep them coming back again and again.

In the April issue of The Customer Communicator
newsletter, Editor Bill Keenan shares advice from three
customer service gurus.

Get personal. Chip Bell, author of Sprinkles: Creating
Awesome Experiences Through Innovative Service,
suggests that one important thing customer service reps
can do is "pay attention to the personal things that
matter most to customers."

He adds: "Customers today want personalized
treatment, and that means being a perpetual customer
sleuth on the little things that matter to them. Look
for cues to start a personal dialog around the
customer’s interests, not just their needs and
requirements."

Stay positive. JoAnna Brandi of JoAnna Brandi & Company
suggests that reps "nourish their own positivity. The more that we can
do to be in a good mood " being in a positive place
and radiating that positivity out — the easier it
will be for the customer to recognize it and to take
part."

Show respect. Jeff Toister, author of Service Failure,
suggests that "reps should work hard to show respect
for their customers. This includes taking time to
understand the customer’s issue rather than simply
pushing toward a resolution."

Today’s checklist ...

Share. Start making a more positive impression on
customers. Share these three insights with your service
team.

Read Service Failure and Sprinkles. Each is packed
with important insights and information on improving
the service experience.

Breaking Bad Service Habits

We all have a bad habit or two that we’d like to
break. But there are also those negative habits that people
can fall into over the course of a career in service
and never be aware of.

"You can’t correct what you don’t see," says
Bill Keenan, editor of Customer Communicator
newsletter. So he asked customer service professionals
to identify the most common bad habits and negative
behaviors that they see among coworkers in the service
center.

The answers were varied but four bad habits
consistently topped the lists:

Failing to show concern for the customer. "If you
can’t empathize or show any type of concern, it may
come off as not caring about that person," explains Ray
Picket.

Taking things personally. "Keep in mind that if
you get upset, you are giving your customer the power
to control your feelings," explains Rachel Dillon.

Failing to stay positive. "Researchers have found
that it takes five positive people to combat the energy
of one negative person," says Megann Wither, "so I
would encourage everyone, instead of focusing on
avoiding negativity, challenge yourself to embrace the
positive."

Today’s checklist ...

Share. Awareness is the first step. Share this list
of bad service habits with your team.

Help Your Service Team "Lean In" to Customer
Criticism

Dealing with criticism is a big part of the job in
customer service, and reps must often respond to
criticism from customers, managers and coworkers

This month’s issue of Customer Communicator
offers advice from Richard S. Gallagher, author of What
to Say to a Porcupine, on how to deal with criticism.
The trick, Gallagher says, is to "lean in" to
criticism by acknowledging it and even agreeing with
it.

"It is a disarming technique aimed at finding out
whatever you can most agree with about what the other
person is saying — and then trying to acknowledge
that, or agree with it with gusto," he says.

If you tell a customer that he or she is wrong,
Gallagher says, "you are throwing a switch that is
going to turn on the instinctive ‘friend vs. foe’
reflex. But if, instead, you ‘lean in’ and say to
the customer, ‘I understand. If this happened to me,
I would be furious too’ — then you have put
yourself emotionally at eye-level with the customer,
and you have absolved them of the burden of having to
explain their position to you. In fact, you should try
to frame their position as that of a totally reasonable
person — even if you disagree with them, and even if
you can’t give them what they want."

Stamp out Negativity with two Simple Rules

Negativity in the workplace can bring everyone down,
but there are some simple steps that everyone on the
customer service team can take to rise above it.

In the February issue of Customer Communicator newsletter, Editor Bill Keenan spoke to psychologist
Paul White about practical ideas for maintaining a
positive work environment. Essentially says White,
author of Rising Above a Toxic Workplace, each
individual can make a difference by adhearing to one
Never and one Always.

NEVER become part of the problem. "It’s not that
you should never make a negative comment, but you
shouldn’t play a part in ramping up the negativity.
Just don’t get caught up in the drama. Sometimes you
just have to excuse yourself and walk away, so that you
are not adding to the negative energy," he says.

ALWAYS share the positive. The second thing that
individuals can do is to always have some positive
comments to add to the conversation, even if it is not
directly related to the business at hand, and is more
of a distraction. "If you can bring out a positive
comment about the weekend, the weather, the local
football team, or whatever — it helps to keep things
more under control," says White.

Award Winning Rep Shares Tips

If you think you get difficult calls in your service
center, meet Alicia Ross. Ross is a communications
officer handling 911 calls for the city of Durham, NC.
The calls that she gets can range from a child picking
up a cell phone and calling accidentally to calls about
domestic disturbances, auto accidents, and other
emergencies.

In almost all cases, however, her job is similar to
that of other customer service professionals. Active
listening, remaining calm and level-headed, and
reassuring the caller that help is on the way are all
critical aspects of the job

Because of her exemplary performance under stress,
Alicia received the Frontline Spotlight Award from The Customer Communicator newsletter this month.

Editor Bill Keenan says that Ross was a natural choice.
"I try to select frontline reps who are both
exceptional service providers and who have
something to share about our field," he says.
"It’s really interesting for readers to see the
wide range of work that customer service professionals
do and the lessons that can be learned in the most
unusual places. As service providers, we never stop
learning and improving our skills."

An Easy Way to Improve Voice Quality

"Smile when you dial" is one of the reminders that
Adam Toporek, author of Be Your Customer’s Hero,
keeps by his phone to remind himself to smile and to
keep his voice positive when speaking to a customer.

Others are "Are you smiling?" and "Shoulders
back. Smile!" While the reminders are helpful, he
says in the January issue of The Customer Communicator
that you need to use a few tricks to keep the messages
from blending into the background.

His solution?

Change the messages and their location regularly.
Otherwise you will get used to seeing them, and they
will lose their impact.

Another technique Toporek uses is to stand up when he
is on the phone, as a way to convey energy and emotion.
"If I have an important phone call, or I just happen
to feel my energy sagging, I stand up," he says.
"You’re simply more confident and energetic when
standing, and that comes across over the phone."

As he explains in the January issue of The Customer Communicator newsletter, "asking the extra question
is a powerful way to understand customer expectations,
gain clarity, and avoid potential
misunderstandings."

For example, If a customer calls with a request for
information on his account and says he needs it
"quickly," if you simply say, "OK," and go to
work on it, you really have no idea whether or not you
are going to meet that customer’s expectations in
getting the information back to him.

If instead of saying, "OK," you answer with a
question like "How quickly do you need it?" you are
going to have a better sense of those expectations. And
you can work with the customer to modify his
expectations if necessary.

Today’s checklist ...

Schedule time to discuss the power of asking the
extra question with your team.

Reinforce the message with this anecdote that Hyken
provides from a business lunch:

He and six guests ordered several appetizers, including
a special request for seven mini-hamburgers. But the
waiter heard that as seven orders of mini-hamburgers,
for a total of 21 burgers.

When the food arrived, Hyken asked about the extra
burgers, and the waiter said that seven orders of
mini-burgers in addition to the other appetizers
sounded odd, but he just assumed that the order was
correct and didn’t ask any questions.

The lesson, says Hyken, is that sometimes people say
one thing and mean something else. Even an
expert communicator can end up with 14 burgers in a
doggie bag.

Use the "Six-most" system to stay focused

Every time-management expert has their own approach to
getting through the daily round of tasks. But author
Scott Ford has the simplest. That makes it one
of the most likely to be used in the busy customer
service environment.

"At the end of each day, list the six most important
things you need to accomplish tomorrow, in order of
importance," Ford says.

"Doing this the night before allows your subconscious
to work on it in advance."

Then, the next day, work your way through the list in
order, but don’t move on to number two until you’ve
completed number one. "You may not get through all
six items every day," he says, "but you will be
surprised by how much more you accomplish overall."

And he adds: you will also find that, by staying
focused on your list, it will be a lot easier to avoid
distractions.

Today’s checklist ...

If you provide productivity tools for your frontline
staff — low-tech or high-tech — make sure they are
well trained and getting the full benefit of those
tools.

Avoid These Bad Service Habits

There are three bad habits that consultant Jeff Toister
sees again and again in customer service centers.

"They are all interrelated, and they are a real
challenge to customer service reps," he says, "not
only because they hurt service levels, but because they
are partially driven by instinctive behaviors — and
that means they are a lot more difficult to spot and
control on the individual level."

The first of the three bad habits that Toister
identifies is multitasking — where the rep is trying
to do too many things at once, and isn’t paying
enough attention to the customer.

The second is falling victim to emotional
"triggers" — or letting the "fight or flight"
and other reflexive responses get in the way of the
issue at hand.

And the third is the "me focus" — where, he says,
our natural inclination is to see things from our own
perspective, and not the customer’s.

Most, if not all, reps are going to deal with one or
more of these problems at some point. And Toister
offers reps a number of strategies for dealing with
each in the October issue of The Customer Communicator,
the training and motivation publication for frontline
service professionals.

With all of the habits that Toister discusses, "our
ability to recognize them and to do something about it
gets eroded throughout the day," he says. "The more
mentally fatigued we get the harder it is to deal with
difficult situations."

But research suggests that taking regular breaks
throughout the day — to unplug completely and to
relax, even briefly — will help reps to stay more
attuned.

Today’s checklist ...

Create a "quiet room" where reps can unplug and
relax.

View a webinar in which Jeff Toister provides
additional information on breaking bad service habits.

Use your regular team meetings to focus on courtesy
and respect and how they can benefit your organization. In a world that is increasingly rude, you can stand out by providing a high level of courtesy and respect.

Also discuss what respect should look like, and sound like, in your
department and the specific behaviors that are involved.

Subscribe to The Customer Communicator so that your frontline staff can receive motivational information
like this every month.

Anyone Can Be a Customer Service Hero

You don’t need a cape, or superpowers, to be a hero
to your customers. In fact, anyone can be a customer
hero says Adam Toporek, author of Be Your Customer’s
Hero.

For Toporek, being a customer hero depends on three
things, which are within the grasp of every frontline
service professional. The first is meeting — and
whenever possible, exceeding — customer expectations.
The second is creating a frictionless and hassle-free
customer experience. And the third is doing both of the
above consistently.

"Basically it comes down to creating a culture of
customer centricity by putting the customer first —
being there when the customer needs you, and making
your personal interaction with the customer as
memorable as possible," he says.

In the July issue of The Customer Communicator
newsletter, Toporek outlines six steps that frontline
reps can use to move from mild-mannered customer
service rep to service hero.

Today’s checklist ...

Celebrate the heroes on your team during Customer
Service Week. This year’s theme is Everyday Heroes™.
For more information visit CSWeek.com.

Subscribe to The Customer Communicator so that your frontline staff can receive motivational information
like this every month.

"CATER" to the Customer

In difficult customer service situations, it helps to have a game plan — a strategy worked out in advance
that takes the emotion out of potentially volatile
situations.

For customer service author and trainer Adam Toporek,
the best strategy is to CATER to your customers. In the
July issue of The Customer Communicator newsletter,
Toporek explains just what he means.

To CATER to the customer you must:

C – Concentrate on the customer. Let him or her know
that you are paying attention and that you will do your
best to understand the issue and to resolve the
problem.

A – Acknowledge the customer’s communication.
Acknowledge both the customer’s feelings and the
details of what was said. Repeat the information to
show that you are listening and acknowledge how upset
or frustrated the customer might be.

T – Thank and apologize. At a moment when it won’t
seem forced or automatic, thank the customer for
bringing the issue to your attention and deliver a
sincere apology.

E – Explain the reason why. When appropriate, offer an
explanation for the problem or issue. The more valid
the reason, the more likely the customer will be
understanding of the situation.

R – Resolve the situation. Do everything you can to
resolve the customer’s issue. And if you can’t give
the customer what he or she is asking for, be prepared
to offer options.

Today’s checklist ...

Share the CATER technique at your next team
meeting.

Cater literally means to provide food and drink, so
change up your team meeting and provide some light
snacks when you cover the CATER technique.

Don’t Let Stress Affect Performance

In a recent survey eighty-five percent of all workers reported that work-related stress is causing them to lose sleep.

The negative impact can be seen in impaired decision-making, illness, frayed nerves, and mistakes, say the report’s authors.

In the June issue of The Customer Communicator newsletter, frontline service reps are encouraged to monitor and manage their stress levels. Three effective techniques according to the survey’s authors are setting clear boundaries between work-life and personal-life, seeking out and taking advantage of stress reduction resources offered within the organization, and taking advantage of scheduled breaks for light physical activity and a change of scenery.

Today’s checklist ...

Look for ways to integrate stress-reducing behaviors into the workday. For example ensuring that your staff takes their scheduled breaks.

Provide stress balls or putty for a brief moment of relaxation and a quick release of tension.

Share yoga-based stress-reduction techniques with the Customer Service Group’s booklet Yoga at Your Desk — a collection of 23 exercises that can be done in just one to two minutes each either sitting at a desk or standing.

Dealing with Cranky Customers

Its happened to every customer service rep — they pick up the phone and the caller is angry, upset or abusive. If only all customers were in a calm and receptive state of mind.

Unfortunately, getting customers to that state isnt always easy.

The secret, says Mark Goulston, author of Just Listen, is for the rep to take control of her emotions and then to help the customer regain control so that they can work together toward a solution.

In the June issue of The Customer Communicator newsletter, Goulston offers several strategies including what he calls moving from Oh Fudge to Okay or from panic to logic by using self-talk and breathing.

The first step is the Oh Fudge phase or the reaction phase, which is often an over reaction. The rep might say to herself, OMG, this customer is terrible. This is a disaster. Ill never be able to get through this.

After acknowledging these feelings, the rep should breathe deeply and let go of the negative emotion.

The next step is the release phase, where the rep takes a moment to silently vent. She might say to herself, This is a mess. I hate having to clean up these situations. Why does this always happen to me.

After acknowledging these feelings, the rep should again breathe deeply and let go of the negative emotion.

The final step is to re-engage. Here the rep might say to herself, Okay, I am ready to fix this.

Its a way of talking yourself down from a potential over-reaction and getting yourself re-centered, Goulston says. And once reps have learned this process and go through it a few times, it will start to come naturally, whenever these situations present themselves.

Todays checklist ...

Share this technique at your next team meeting and dont forget to bring the fudge.

Watch a video in which Goulston talks about learning to deal with difficult people.

Keeping Basic Phone Skills Sharp

While service channels like social media and mobile are growing, the most important skills that a typical customer service rep can have are still basic telephone skills. The phone remains the most common customer service channel and the channel of choice for those more difficult, complex, or sensitive customer service issues.

So its still important for customer service reps to keep their basic phone skills sharp, both to ensure that customer needs are met, and also to put the best possible face forward for your company.

There are dozens and dozens of important techniques and guidelines to keep in mind, but in the May issue of The Customer Communicator, Nancy Friedman of Telephone Doctor discusses the top 10 phone skills every frontline rep must master.

Skill number one is: Watch your tone of voice.

In the newsletter, Friedman reminds customer service reps that, on the phone, they are literally the voice of their organization, so you dont want your tone of voice to sound like you are bored, disinterested, or just tired, she says.

You dont want customers to get the impression that they are just an annoyance to you. However long you have been on the phones, Do your best to put some enthusiasm in your voice and to sound as if you believe that every customer is important, she says.

Todays checklist ...

Ensure that basic phone skills are well represented in your annual training program.

Create a protocol for reps to use to before speaking with a customer. A brief pause to Breathe in — Smile — Breathe out will help improve tone of voice.

Eliminate These "Forbidden" Words and Phrases

There is a lot that customer service reps can do to ensure that conversations with customers go smoothly — and serve to build relationships rather than create problems.

In the May issue of The Customer Communicator, Nancy Friedman of Telephone Doctor points to several types of language that reps should avoid:

• Dismissive language. When reps respond to a customer problem or issue with a simple, "Oh, sorry about that," for instance, Friedman sees this as a dismissive cliche, and not a sincere apology. The same applies when reps respond with "Oh, okay," when a customer lodges a complaint. "It’s as if
the customer service rep isn’t listening or doesn’t really care," she says.

• Colloquialisms and slang. The language that you use with close friends isn’t always appropriate when talking to customers. It’s important for reps to use appropriate language to demonstrate their professionalism.

• Company jargon. "In most cases," Friedman says, "the language, codes, abbreviations, and technical phrases that you use for internal purposes are not going to be understood by customers. So slow down and use language that customers are more likely to be able to follow."

• Weak and wimpy words. Reps should also avoid language that is likely to undermine a customer’s confidence in one’s efforts. For instance, saying "I’ll try," in answer to a customer request for help with a problem. That and other words like "maybe, might, I think, and I hope" all show a lack of
confidence and should be avoided, Friedman says.

Todays checklist ...

Ban at least one of Friedman’s forbidden words and phrases.

Create your own "Forbidden List." A list of words and phrases that should not be used with your customers. Print copies for each rep to keep handy.

Award-Winning Rep Heads Off Disaster

Strong problem-solving skills, calm under pressure, and teamwork all play a critical role in customer service success. Especially when your product is vulnerable young plants.

Kate Frazier, a customer service rep for Ball Seed Company was recognized in the April issue of The Customer Communicator for her commitment to getting her customer’s live plants delivered safely despite freezing temperatures. Frazier explains:

"I had a customer who was expecting a very large shipment of young plants. But the weather across the country recently has been very erratic, and exceptionally cold. The customer’s order was shipped via air freight, and the customer had a standing order to have the product trucked to his door from the airport as soon as it had landed. But our supplier or forwarder missed that instruction."

The mistake was potentially going to result in a loss of thousands of dollars’ worth of plants, Frazier says, fortunately, she was able to work with her company’s supplier relations team to come up with an alternate method of delivery, and the plants got to the customer with only a two-hour delay.

Todays checklist ...

Motivate and learn. Set aside a few minutes during team meetings for frontline staff to share service problems that they have successfully resolved.

Create a low-cost award. Designate an item such as a plant, stuffed animal or inflatable to symbolize exceptional service. Move the award from desk to desk as reps share their successes.

Use "Sprinkles" to Keep Customers Loyal

The personal touches that a customer service representative adds to his or her interactions with customers are what Chip R. Bell refers to as "sprinkles." And they are what customers typically remember about an interaction and what encourages them to come back to your company the next time.

"While customers value effortless service that is free of glitches, hassles, and delay," says Bell, "it is the emotional connection that they are going to remember and which will bring them back."

In this month’s issue of our print newsletter The Customer Communicator, Bell, a consultant and author of Sprinkles: Creating Awesome Experiences Through Innovative Service, shares techniques for making those all important connections.

Ask about the weather, about the local sports franchise, or about how they are using a particular product — whatever makes sense to make the connection, to make the experience stand out, and to build that sense of loyalty in the customer.

"Efficiency might bring customers in," says Bell, "but it will be the sprinkles like, ‘How about those Cowboys!’ that bring them back."

Todays checklist ...

Empower frontline service staff to take a few extra moments with customers in order to make a personal connection.

Create a No Complaining Culture in the Service Department

It can be difficult to maintain a positive attitude when working
in customer service.

But it can be done, says Jon Gordon, a motivational consultant
and author of The Energy Bus: 10 Rules to Fuel Your Life,
Work, and Team with Positive Energy.

In the lead article of this months issue of The Customer Communicator, Gordon shares five important strategies for remaining positive.

Strategy number one: Stop complaining.

Complaining about anything — about customers, coworkers,
the workload, even the weather — is only going to create an
atmosphere of negativity, and that is something that you want
to avoid at all costs.

Research shows that complaining in the workplace not only
affects the complainer, but it affects coworkers — like second-
hand smoke.

What you need to do, says Gordon, is turn the service center
into a No Complaining Zone.

Todays checklist ...

Monitor your own language. Are you projecting the positive
attitude you want from your frontline staff?

It may be time to update, and speed up, your standards

While email may be losing some ground to text messaging and
social media as a customer communication channel, customers
who use email are still looking for a quick response.

A recent survey by MailTime.com found that most customers
(52%) expect a response to their emails within 24 hours,
some 19% expect a response within 12 hours, and only
3% say they will tolerate a response within one week.

Charlie Sheng, MailTime co-founder, notes that when email
entered the workplace in the 1990s, many people developed
a routine of checking their inbox first thing in the morning
and ignoring it the rest of the day. Today, those same customers
are much more demanding.

Meeting Customers Unspoken Needs

In the January issue of The Customer Communicator newsletter,
Editor Bill Keenan speaks with industry expert Trevor Spunt
about the importance of listening for customers spoken and
unspoken needs.

Spunt describes a three-part process that involves recognizing
when a customer may be holding back information, building
rapport so that the customer has the confidence and comfort
to share concerns, and then working toward a successful
resolution.

Central to the success of this approach is that it takes place
over the course of a call rather than at the end when most
reps simply ask, Is there anything else I can help you with?

Remind frontline staff to reach out to customers throughout
the call through paraphrasing and questions to confirm that
they understand the customer and that they are providing
what the customer needs.

Mentoring in the Service Center

This month in The Customer Communicator newsletter,
Editor Bill Keenan speaks with Elizabeth Ghaffari, CEO of
Technology Place about the benefits customer service reps
can realize by partnering with a mentor.

Many studies have shown that working with a mentor can be
especially useful to new workers. The relationship can reduce
feelings of isolation and intimidation among new workers, get
them up to speed on the job more quickly, and can help to
reduce turnover, a perennial problem in many customer
service organizations.

Whether new reps are mentored by senior reps, supervisors,
or managers, Ghaffari says that the relationship will help new
reps get better at accepting the risks of the customer service
role and better at finding solutions to problems rather than
focusing on the scarier aspects of the job.

Ghaffari provides frontline reps with tips on what to look for
in a mentor and how to respond when asked to act as a mentor.

Award-Winning Reps Share Success Stories

As an account manager for St. John Insurance, Teresa Sheppard,
provides award-winning service.

She recently had clients who lost everything they owned to a
devastating fire. Sheppard went out personally to view the
damage and offer moral support. Then she helped them through
every step of the claims process.

The message for all service providers, says Sheppard, is that
Sometimes people just need to feel that you are there for them,
that you hear them.

And she continues, It is such a wonderful feeling to be able
to help put peoples lives back together in the face of tragedy.

Sheppards serve-others attitude was an important factor in her
winning a Frontline Spotlight Award from The Customer
Communicator newsletter.

Six times a year, The Customer
Communicator honors a frontline service provider who sets a shining example of
service excellence.

Keeping Your Service Team Engaged

Engaged employees bring more of themselves to the job, provide more discretionary effort, and generally need less help in
determining whats right for the customer.

But how can a manager know when an employee is becoming
disengaged?

Jen Lawrence a corporate culture consultant and author of
Engage the Fox, says to look for the following characteristics:

The employee shows signs of cynicism. A disengaged employee
is likely to become cynical about the work that he is doing,
the products or services he represents, or the customers he
is dealing with.

The employee fails to bring his personality to the job.
Customer service reps are often hired for their personality
and their ability to relate to other people. If someone has
lost interest in doing that, they are not engaged.

The employee is not helping colleagues. Being engaged also
means being ready to reach out to help, or be helped, by
colleagues.

The employee is not asking you questions. Curiosity and
interest in the work that one is doing is a big part of
engagement. An employee who has stopped asking you about
the whys behind what he or she is doing may be disengaged.

In the October issue of The Customer Communicator newsletter,
Lawrence provides tips that managers and their frontline staff
can use to increase engagement.

Developing an Enthusiastic Team

The first week in September is also known as International Enthusiasm Week, a time to focus on the importance of
enthusiasm in building strong relationships with customers
and coworkers.

But sometimes it can be draining to maintain a high-level
of enthusiasm throughout the workday, particularly if that
work is stressful or involves multi-tasking. Three approaches
can help:

1. Encourage frontline staff to practice positive behavior.
Smiling, moving around more, and using more expressive body
language are key components of enthusiasm. Encourage your
staff to use these techniques when they are feeling less-
than-enthusiastic in order to keep their spirits up and convey
a positive attitude.

2. Celebrate successes and bring fun into the workplace. Simple
celebrations such as birthdays and work milestones, and major
celebrations such as Customer Service Week
can reinvegorate people and move the enthusiasm meter higher.

3. Keep training. Honing service skills and learning new ones
will keep the job fresh, which naturally adds to the enthusiasm
of frontline staff.

Additional tips for managers and their frontline staff on
staying enthustiastic throughout the day appear in the
September issue of The Customer Communicator newsletter. Subscribe Today.

To boost energy, get up from your desk for microbursts of activity

After a long day working with customers, it can be difficult
for frontline staff to maintain a high level of energy and
enthusiasm. New research suggests that a five-minute walk
can help.

If you spend most of your work day sitting at a desk, its
likely that your energy levels peak at 8 a.m. and gradually
decline throughout the day, says Janet Nikolovski, a scientist
at Johnson & Johnsons Human Performance Institute.

Breaking out of that slump requires nothing more than a few
minutes of activity, Nikolovski says.

To prove the point, she asked office workers in the throes
of afternoon doldrums to walk the stairs in their building
for a few minutes. People who participated in the study
rated their energy level on a scale of 1 to 10. Before they
got up and moved around, their average energy level was 3.
Immediately after the burst of activity, their energy spiked
to 9. An hour later, the average energy level was still at 6.

The lesson is clear, schedule short bursts of activity
throughout the day. Even if your frontline staff cant get
up to climb stairs, standing and stretching can have a
similar positive benefit.

Additional tips for managers and their frontline staff on
staying energized throughout the day appear in the August
issue of The Customer Communicator newsletter. Subscribe Today.

Focus on First and Last Impressions

This month in The Customer Communicator, author and customer
service trainer Renée Evenson discusses the importance of making
good first and last impressions with customers.

While making a good impression is always valuable, these
beginnings and endings are especially important.

Psychological research, as well as everyday experience, shows
that people tend to remember the first and last things that
they hear, see, or read.

For example, the first and last things on a shopping list or
the first and last things covered in a training session. Known
as the Recency Effect and the Primacy Effect, they apply as
well to conversations with customers.

But Evenson warns managers not to expect employees to innately
know what to do and say. All of these things should come up
in their training, be reinforced in their coaching, and should
be discussed regularly in team meetings, she says.

Additional tips for managers and their frontline staff on
how to make good first and last impressions appear in the
August issue of The Customer Communicator newsletter. Subscribe Today.

Eliminate Negativity in the Service Center

Working in customer service can be difficult and stressful,
but managers can take simple steps to help reps stay motivated
and positive.

Geoffrey James, author of Business Without the Bullsh*t,
says that it starts with being a role-model for reps.

For instance, when a rep complains about having had to deal
with a difficult customer, remind the rep that its the job of
customer service to help the customer and that everything
he does to help is a reason to be proud and positive about
his work.

Managers should also ensure that their reps have the
opportunity to take a break and get away from the phone
and other stresses for short periods during the day.

Set up a quiet room; sponsor workplace exercise, wellness,
or meditation sessions; or just give reps an option to step
away from their phones occasionally.

Additional tips for managers and their frontline staff on how
to maintain a positive attitude appear in the July issue of
The Customer Communicator newsletter. Subscribe Today.

Set Goals for the Second Half of the Year

July 1 was Second Half of the New Year Day, which makes July
the perfect time to review the New Years resolutions that you
made back in January to see how youre doing.

In the July issue of The Customer Communicator, editor
Bill Keenan offers this advice: Start by making a point of
celebrating the goals that you have reached and maybe even
setting a few stretch goals to get even better in those areas.

But equally important is to look at what you have not yet
accomplished, and to ask yourself why you might have fallen
short. What obstacles got in the way, and what can you do
to remove those obstacles? You might also consider adjusting
those goals or setting new goals that make more sense.

Keenan also advises frontline service professionals to work
with a manager or supervisor to set realistic work and career-
development goals for the next half of the year. Regular
progress meetings and feedback are powerful tools for keeping
on track.

Building Rapport with Customers

Corra was recognized for her work with a Customer Communicator Frontline Spotlight award.

Most frontline reps are familiar with the techniques of
mirroring and matching to build rapport, says Customer Communicator editor Bill Keenan. People often feel most
comfortable with those who are like them, so it can be helpful
to synchronize with the customer on the phone in terms of
matching or mirroring their volume, tone, and rate of speech
as much as possible.

Corra takes this a step further. Because she communicates
with customers via live-chat she also mirrors the key words,
phrases, and writing style used by the customer.

It takes a skillful hand, but the result is very natural. As
her supervisor says, One minute she can seem like she is
a Southern belle, and the next minute she is a California girl.

Amaze Your Customers

In Amaze Every Customer Every Time, author Shep Hyken
provides managers with tools for delivering the most amazing
customer service on the planet.

But Hyken was quick to tell readers of The Customer Communicator newsletter that frontline service reps have an
equally important role to play in amazing customers and
building long-lasting relationships.

Hyken suggests eight steps that reps can take. Step number
two is Treat every customer the way they want to be treated.

Many customer service reps use of the Golden Rule when
dealing with customers: Treat every customer as you would
like to be treated.

But Hyken suggests that reps upgrade that to the Platinum
Rule: Treat customers as they want to be treated.

The difference involves a higher level of attentiveness to
the customers needs. Not every customer is going to want to
chat or be sociable, for instance. They just want to get their
issue taken care of. Some might be open to suggestions and
others might not. The reps job is to listen carefully, observe
the signs, and respond in a way that corresponds with the
customers needs and personality.

The June issue of The Customer Communicator includes
additional steps to help reps and managers amaze customers. Subscribe Today.

May is International Civility Awareness Month

Rudeness and incivility are everywhere these days, and can
affect customer service reps as well as customers.

But we dont have to give it free reign.

Use the month of May, which is International Civility Awareness
Month, as a time to identify and eliminate incivility from your
customer service operations and customer conversations.

Share these four tips from The Customer Communicator with
your service team this month:

Pay attention, focus, and listen. Thats the first step
to polite, gracious conversation.

Greet and acknowledge every customer pleasantly and
professionally, no matter how you feel.

Speak with kindness and keep your language free of any
hint of condescension, ridicule, or gossip.

Respect the time, space, and differences of others
especially those of customers and coworkers.

The May issue of The Customer Communicator, the training
and motivation publication for service professionals, includes
additional ideas for increasing civility in the workplace along
with a civility self-quiz. Subscribe Today.*/